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  • Small Diagnostics Company Creates an Inspiring Future


    Small Diagnostics Company Creates an Inspiring Future

    A small, Italian-based, family-owned pharmaceutical company that makes diagnostics products was struggling with its North American operations. They had nothing significant in their pipeline for two years and were concerned for their future. They directly competed with other diagnostics companies and needed to introduce a new product to the market in order to generate new revenue and secure the North American business.

    The CEO and his leadership team created a vision and strategic initiatives for the future of the business. Each member of the leadership team took accountability for an initiative to impact the future, including R&D, Operations, Sales and Marketing. They also created a set of values for the company and went to work on gaining the necessary buy-in from their corporate headquarters in Italy.

    The leadership cascaded the strategy down throughout their organization and mobilized the North American workforce to drive the strategic initiatives they created. The result of these efforts was that two new entries were added to their pipeline. They declared this to be a breakthrough — these were the first additions to be added to the pipeline in nearly five years.

  • First Line Leaders Training Needed to Succeed


    Global Chemical Company Gives First Line Leaders Training Needed to Succeed

    A large, global chemical company was committed to upgrading the skill sets and competencies of their first line supervisors. Across the company they were beginning to roll out a competency based model for evaluating and rewarding these managers. One manufacturing site was committed to giving their supervisors every possible advantage to be able to succeed in this new, and for some, threatening, model for performance. Many of the first line leaders were new to management roles and needed to develop their leadership skills to effectively deal with the day-to-day challenges they faced. In addition, the plant was a union environment, which further complicated any change initiatives they attempted to roll out.

    The group of first line leaders took an honest look at historical incidents and decisions they had made about what was, and was not possible at the plant. They took responsibility for areas where they were not holding themselves or others to account. Each leader created a project in their area of accountability with the intent of developing their leadership while producing extraordinary results for the business.

    Individually, and as a group, the leaders stopped arguing for what couldn’t be done and started to go to work on areas that they could impact and influence. The projects – which were in the area of safety, SOP standardization, implementing self-generating teams, site improvement, and security – produced demonstrable results for the plant and allowed the leaders to develop lasting skills and competencies. An unexpected byproduct of the initiative was that the leaders began supporting each other’s projects and starting operating as a team.

  • Established Food and Beverage Company Commits to Breakthrough Thinking


    Established Food and Beverage Company Commits to Breakthrough Thinking

    A major food and beverage company had enjoyed years of growth and success but was now facing a crisis with a dwindling pipeline of new products. Under new leadership, the company was committed to leveraging it’s excellent brand equity and building a streamlined, results-driven organization by investing in its people. They needed to shift their thinking from what was historically a family operated business to being more strategic and global.

    People from different departments and functions came together to deal with current and past issues that were impacting current performance and results. Employees were able to take responsibility for the current condition of the company and develop creative work practices to move the company forward, consistent with the leaderships vision.

    After participating in custom designed two day Breakthrough thinking sessions, almost 1000 employees across multiple business units took on a commitment to apply breakthrough thinking to their areas of accountability and to the business as a whole. During a period of tremendous uncertainty about the future and an increasing complex competitive landscape, the company was able to move forward and develop a significant number of new products and increase its stock price by 50%.

  • Grocery Chain Transforms Morale


    Grocery Chain Transforms Morale at Hostile Distribution Centers, Reducing Costly Damage on Delivery by 12%

    The executives of a large grocery chain had struggled with how to improve the productivity and morale of their distribution center. The environment was described as hostile and adversarial with people preoccupied with past problems.

    Through a partnership with Insigniam Performance consultants, the executives initiated a leadership team comprised of managers, supervisors, union stewards, and associates. The executives worked through this leadership team to engage the 700 distribution center employees to create a culture of pride, partnership, service, and teamwork. Using Insigniam Performance methodologies, the executives inspired the distribution staff. These results were achieved: damage on delivery was reduced by 12%; customer satisfaction increased to 97%; selection accuracy improved to 99.4%; frequency of injury decreased in one year by 33%; and, as measured by an employee survey, morale significantly improved.

  • Creating Growth in a Mature Market


    Creating Growth in a Mature Market

    A leader in the auto parts retail business was challenged by a rapidly changing industry with a great deal of competition. After dominating the space for many years with a reputation for excellent customer service, the company found themselves under new pressures and their stock was not growing. The competition had newer stores with better locations. The whole quality movement of the car industry changed their auto parts industry. Longer car warranties and improved car quality meant there were less repairs and therefore less need for parts.

    A newly recruited CEO formed a new executive coalition, dubbed the “40-headed CEO”, with the intention of breaking down historical silos and turf issues. They created a strategy for the entire business that shifted them from a parts mentality – which had blinded them from seeing new opportunities like soft parts, car phones, etc. – to a vehicle solution business. They got themselves out of the brick and mortar mentality. The new opportunities lead to a complete overhaul of their business.

    The company grew exponentially under the new leadership and strategic direction. At one point they were the fastest growing stock in the S&P500. New stores opened at a record pace, while same store sales enjoyed renewed success. The company once again claimed its place as the leader in the auto parts retail business.

  • R&D Commits to Breakthrough Future


    A Major Global Generic Pharmaceutical Company’s R&D Department Commits to a Breakthrough Future

    The U.S. R&D group was in constant competition with their global counterparts overseas. Due to economic and other factors, they were rarely given the high-profile, high-profit projects to work on. Communication between the U.S. and corporate was strained and there was no clear strategy for how they would position themselves for the future.

    The U.S. R&D leadership created a long-term strategy that positioned themselves to be the premier development site for the company worldwide. They committed to a breakthrough business model that would allow them to be ultra-competitive with their global counterparts and actually set a new benchmark for the industry. They engaged all the members of the R&D organization in the initiative and created a three year implementation plan.

    The group is in their second year executing their new strategy that allows them to distribute projects evenly throughout the year. This initiative produced a higher submission rate of projects in the first year and vaulted the U.S. group to a position of prominence within the company. They accomplished their objective of being seen as an equal partner with their overseas counterparts and are positioned to be competitive for the future.

  • Pharmaceutical Company Creates


    Family-owned Generic Pharmaceutical Company Creates the Next Era for Their Business

    A mid-sized, family owned pharmaceutical company had been stuck in a range of productivity and performance that did not allow for realization of their full poten-tial. Research and Development was seen as a key leverage area for the future viability of the company. The commitment was to increase the number of submissions per year to the FDA and develop a competency to bring multiple, complex projects through the development process simultaneously.

    They had a multi-cultural work force, that made communication difficult. The leadership of the department was very junior and as such were weak in holding themselves and others accountable. As a result, timelines slipped, deadlines were routinely missed, and departments blamed each other for the lack of effectiveness. Overall, the group lacked strategy, leadership, and accountability.

    The R&D leadership team created a 5-year strategy that included multiple, simultaneous launch of products. An enrollment team was created to cascade the strategy down throughout the organization and give each person an opportunity to see their part in fulfilling the strategy. Working sessions were conducted allowing each member of the department to gain the skills and competencies necessary to meet the objectives of the strategy.

    NDA submissions to the FDA increased from 8 to 12 in the first twelve months of the initiative. Two years later, the group has maintained that level of performance, while taking on more complex, challenging projects and bringing them through development in parallel.

  • Yielding 60% Annual Growth Rate


    Creating Strategic Foundation for 60% Annual Growth Rate

    The Chief Sales Officer and Partner of a tire manufacturing company recognized a business imperative to build an operational and structural foundation to support the company’s 60% annual growth rate. The record business growth required disciplined, structured processes for selling, as well as sales management that would incorporate:

    • Alignment and consistency in the strategy and communication throughout the organization
    • A focused, creative, and innovative organizational culture with consistent language designed to empower people’s behaviors
    • Market knowledge and information to flow into the organization
    • Knowledge sharing within the organization (between business units, geographic regions, teams and individuals)

    After company-wide interviews and assessment to reveal the current organizational structure, beliefs, and modes of operation, we led a series of work sessions to unify the leadership team and implement a shared vision and strategy throughout the company.

    Ultimately, the Sales Leadership Team gained:

    • Full alignment on a shared vision and strategy for the sales organization
    • Identification and design of critical projects to fulfill the growth strategy
    • A strategy for training and developing new employees
    • A communication plan to cascade the new strategy throughout the organization
  • Leadership Development Produces $25M


    Leadership Development Produces $25M Turnaround and Record Revenues

    One of the key divisions of the world’s largest travel reservations company was losing money, and the president of one of its significant divisions. The division’s decline was linked to costs exceeding sales. It was evident that people throughout the organization were not being responsible for costs.

    The client recognized that the executives of the organization had to start being leaders and causing profits and overall success together rather than simply being performance managers. Rather than a quick fix, working with the division management to transform the context in the enterprise for cost management created a lasting effect on the executives’ and managers’ leadership, directly translating into the company’s bottom-line performance.

    In the first year of the engagement, the division realized a $25mm turna-round returning the group to profitability. In the second year, revenue hit a historic high from $15 million to $56 million. Employee satisfaction surveys indicated an unpredictable 12-point increase midway through the engagement.

  • Increasing Market Share by Transforming Sales Organization


    A postage equipment company that has been losing sales in their traditional product sector had a unique opportunity to gain market share and increase sales. Modifications and innovations in the Postal Service were providing opportunities for which the company was uniquely positioned to fulfill.  However to realize these gains the company needed to transform their sales model.

    The company hired Insigniam to facilitate the transformation of their sales strategy, operational practices, and people. Using Insigniam’s methodology, the team 1) developed a new strategic intent and vision for the sales organization, 2) identified competencies, practices, processes, and behaviors required to fulfill their vision, and 3) learned new ways of acting that would fulfill their vision.

    The organization produced a sustainable breakthrough in sales by transforming its sales model from a product-oriented sale to a value-add expert sale. This intervention catalyzed an increase in revenue per customer, market share, and profitability for the company’s United States operations.